CONTRIBUTION OF CHANGE MANAGEMENT ON STAFF PERFORMANCE: A CASE STUDY OF TANZANIA AIRPORT AUTHORITY By SABRINA MTONDOO A Dissertation Submitted in Partial fulfilment of the Requirements for the Degree of Master of Human Resources Management of Mzumbe University 2017
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CONTRIBUTION OF CHANGE MANAGEMENT ON STAFF
PERFORMANCE:
A CASE STUDY OF TANZANIA AIRPORT AUTHORITY
By
SABRINA MTONDOO
A Dissertation Submitted in Partial fulfilment of the Requirements for the
Degree of Master of Human Resources Management
of Mzumbe University
2017
i
CERTIFICATION
We, the undersigned, certify that we have read and hereby recommend for
acceptance by the Mzumbe University, a dissertation entitled ; Contribution of
Change Management on Staff Performance: The Case study of Tanzania Airport
Authority, in partial/fulfillment of the requirements for award of the degree of
Master of Human Resources Management of Mzumbe University.
__________________________
Major Supervisor
__________________________
Internal Examiner
Accepted for Mzumbe University, Dar es Salaam Campus College
__________________________________________
CHAIRPERSON, CAMPUS COLLEGE BOARD
ii
DECLARATION
AND
COPYRIGHT
I, Sabrina Mtondoo, declare that this dissertation is my own original work and that it
has not been presented and will not be presented to any other university for a similar
The accomplishment of the organisation objectives depends on its employee
performance and the past researchers provide guidelines for Employee Professional
Evaluation and Development appropriate for all organisations to evaluate the staff
performance. Many organisations consider the mentioned guidelines to control the
factor causes the performance problem and on the other side how best to correct it
(Elnaga and Imran, 2013).
13
Table 2.1. Guidelines for Employee Performance Evaluation
Guideline Employee Performance Evaluation
Ability Used to evaluate the employee’s physical ability and health issues, if there are any, to decide to what extent can he or she perform the job, furthermore, evaluate the employee’s present and past psychological state in order to decide if he or she has the mental ability to actually start or even continue the tasks.
Standards That evaluate how the employees perceive their jobs in term of understanding their tasks and duties, smooth cooperation with their supervisors, and awareness of time limits. In addition, evaluate how goals and procedures are presented to employees in terms of clearance, and availability (soft or hard copies).
Measurement To evaluate if employee evaluation is based on measuring the employees’ performance in terms of task performance or if it is biased to the employee
Knowledge and
Skills
Employee’s background knowledge and adeptness are evaluated to see if they are compatible with tasks and duties. If they are not, check if there is any training to narrow the knowledge and skill gaps. And if there are no training, decide whether it is absolutely necessary for the employee to complete the tasks.
Feedback Check if the employee receives regular feedback on his or her work and performance or not. And if feedback is received, check if it is related to compensation and if the employee chooses his evaluator
Motivation Check if there is any sort or incentive for good performance or punishment for bad performance. Additionally, for effective employees, check for any guard for those employees if they are punished with extra tasks to do just because of their good performance
Environment Check if the employee is surrounded by the necessary tools needed for task completion and if enough time is given for task completion, or if the working environment is comforting for task completion
Source: Elnaga and Imran, 2013
NB. Updated and modified from European Journal of Business and Management
(Guidelines for Employee Professional Evaluation and Development), The Effect of
Training on Employee Performance Journal.
Thus, some organisations improve staff performance through the staff training,
adding new skills amongst staff and implement long-term planning for the staff
performance. These facilitate the staff to match with the speed of change
management that might happen in future as a result of good staff improvement
because of high level of commitment and motivation.
14
After the organisation acknowledges, this can plan to provide the training
programmes for their staff as a result of high performance and achievement of
organisation goals through the application of best efforts from the trained staff
(Elnaga and Imran, 2013).
2.3 Empirical Review
2.3.1 Change Management and Staff Performance Globally
There are some studies that demonstrate association between change management
and performance of an employee. A good example is the study of impact of change
management on the performance of employees in university libraries in Jordan done
by Al-Jaradat in 2003. In this study, three things were addressed which were the
change in individuals, technology, and organisational structure and revealed that
change in the organisational structure is not flexible, and therefore this organisational
structure is not appropriate for the business requirements within the University
Library, leading to overlapping powers and responsibilities. There is a positive
relationship between the areas of change (organisational structure, technology,
individuals) and the performance of workers.
The study found a range of recommended that, it is appropriate to focus on
organisational structure, human relations, and technology and there must be a
balance between these aspects to ensure the success of the change programme by
doing so the performance of employees will be improved and this, in turn, will
reflect the quality of productivity (Al-Jaradat, 2003). The study of Organisational
Change Management for semiconductor was conducted by Teng Chu, aimed to
understand how to effectively manage organisations, negative and positive impacts
on the effectiveness of organisations, internal control, helping advanced technology
companies in the facing the change in the structure of the industry, enhance its
competitive edge in the work efficiency.
15
Change management according to Szamosi and Duxbury (2002), is an integral part
of life and is constant in most organisations. Some public sector organisations, for
example, the TAA face competition from other government funded tourism
commissions nationally and internationally. In this particular case study, it has
become necessary for the TAA to manage change effectively in order to maintain its
competitive advantage both nationally and internationally. Barnes (1996a, 1996b)
maintains that organisations that effectively manage change have a greater advantage
over their competitors.
The study of Chu, focused on the form of the Administrative Board and has studied
organisational structure and change management, the study also described the
company's strategic environment, use the corresponding and appropriate document
review of the organisational structure and change the administrative body at the same
time and try to understand the evolution of the community within the organisation
and suggest to form an administrative body that suits organisational change and
reform the current deficiencies. The study also focuses on organisational change and
re-engineering of processes as well as individuals. This study reveals that the
organisational structure is highly complex and need to be changed to conform to the
requirements of the work (Chu, 2003).
2.3.2 Change Management and staff performance in Africa context
Change management can be seen as a generative process that changes according to
organisational needs whilst still maintaining its overall vision. For organisations to
survive in the 21st century, they must shift from traditional practices of management,
as highlighted by Kotter (1996) to contemporary practices characterized by attributes
commonly described as vision; contemporary values; quality mindset; stakeholder
6 Human resources development & administration department
140 66.6% 21
7 Engineering technical services department
51 13.6% 17
8 Regional airports department
20 67% 6
9 Julius Nyerere international airport
181 22% 12
10 Finance & business department
19 36% 4
TOTAL 537 94
Source: Research findings, 2016
3.7 Data Collection Techniques
The data for this study were obtained through questionnaires that were distributed to
respondents, documentation of different information from journals, reports, policies
and face to face interviews. Both closed and open–ended questionnaires, prepared in
both English and Swahili were distributed to different employees who were picked
into the sample as representative respondents.
40
The questionnaire as a tool for collecting data and it is the most commonly used
research tool in most preceding studies in this area. The researcher preferred
questionnaires for saving time and respondents felt free to answer them honestly
since anonymity was assured as there was no need of writing one’s name on them.
The questionnaires were given to 42 employees out of 94 as the sample size.
Table 3.2 Questionnaire Distribution
Questionnaires % Returned % Lost %
94 100 83 88 11 11
Source: Research findings, 2016
3.7.1 Interviews
The interview is a form of verbal interaction between the interviewer and the
interviewee designed to collect information from the interviewees. Structured
interviews, in which a researcher had interview guide with a set of prepared
questions was used were conducted to 28 respondents, most of them senior
employees such as directors and heads of departments, the researcher opted for this
method because it was the most suitable to those officers who had the time
constraint, and also more information could be obtained from these respondents
through non-verbal clues such as gestures and facial expressions.
3.7.2 Documentation
The researcher also relied on various written documents concerning the subject
matter. In this regard, she read the brochures, handouts, policies and publications on
the changing management issues. For example, the document concerning the effect
of changing management on government sectors, using a change management
approach to implement its programmes, Employees involvement in decision making,
change management and its effects on Organisational Performance.
41
The research decided to use this method because it enabled her to get deeper
understanding of the subject matter as well as providing a sound platform for
carrying out the interview and the preparing the questionnaires which were relevant
to the study . Moreover, the data obtained supplemented what she got through other
methods.
3.7.3 Observation
It is a systematic process of viewing of specific phenomena from a specific situation.
The researcher observed the day to day operations, by involving herself in meetings
of different departments, and getting involved in tasks assigned in teams. Thus, she
observed how employees contribute in organisational performance. The researcher
used this method because it enabled her to get on-the-spot information such as
employees attitudes on the subject under study even without the management
knowing it.
3.8 Data Analysis Methods
This study collected qualitative and quantitative data. The data analysis involves a
number of closely related operations which are performed with the purpose of
summarizing the collected data and organising these data in such a manner that they
answer the research questions. Data analysis is the computation of certain measures
along with searching for patterns of relationship that exist among the data group. In
processing, the data collected the researcher applied both qualitative and quantitative
approaches. Quantitative methods involved the use of charts, percentages and tables
to clarify the collected data largely for comparison purposes. Qualitative method, on
the other hand, entailed the use of descriptions discussions and arguments regarding
the findings in relation to the objectives.
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CHAPTER FOUR
FINDINGS, ANALYSIS, AND DISCUSSION
4.1 Introduction
This chapter presents the study findings and their implications regarding the
contribution of change management on staff performance particularly in Tanzania
Airports Authority. It shows information obtained from various sources and its
analysis and discussion. Research questions guided this study to obtain the required
findings and digest it on statistical packages using data from TAA Head Office and
JNIA staff questionnaire, and interview. This section specifically discusses the
change management at TAA and its contribution to staff performance, evaluation of
the effects of change management on staff performance of TAA, whether staff
performance is supported by technology, organisational culture, and individual
change; finally, it establishes how management change reflects the performance
culture of the organisation.
4.2 Individual Characteristics of Employee and Staff Performance
The data collected from 216 respondents shows that total male employees were 154
and female were 62 out of 216 and 104 have bachelor’s degree out of total. From
these data of 216 respondents 34 are male and 22 female in the 18-29 year age group,
those who have master’s degree are 14 and 30 have a bachelor’s degrees and among
them only 5.4 percent have 5-10 year job experience. Also, from 216 respondents 65
are male and 23 are female in the age group 30-39, among them those who have
Ph.D. are 2, master’s degree are 19, bachelor’s degree are 44, diploma are 23 and
35.2 percent have 5-10 year job experience.
Furthermore, 50 year or above old males are 9 and females are only 6 out of 216
respondents, and only 2 have Ph.Ds., 4 have master’s degree and 53.3 percent have
10 year job experience.
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Table 4.1. Individual characteristics of respondents
Source: Survey at TAA, 2016
The result of this section shows that there is a link between individual characteristics
such as age, gender, educational level and the performance of the staff of Tanzania
Revenue Authority. It is therefore important that top management takes into
consideration individual characteristics in every stage of planning and
implementation to ensure high performance. The performance of the staff of TAA is
very important because it has a multiplier effect. The performance of employees
ultimately results in organisation’s performance with the final aim of achieving
customer satisfaction.
4.3 Change management and its contribution on staff performance at Tanzania
Airport Authority
Most of the employees had limited knowledge and understanding on the term of
change management and staff performance and how change affects employee; results
from questionnaires show that (100%) of 216 respondents knew or were familiar
with the term. This suggests that the term of change management and staff
performance and how change affects employees are known to all employees.
Furthermore, the results of the analysis show that many respondents are full time
employees which constitutes 146 (68%), though part time employees were 52 (24%)
and 18 (8%) under contract.
44
Figure 4.1 Job Status of Respondents, Survey TAA 2016
Source: Survey at TAA, 2016
4.3.1 The experience of change at TAA/Change management observed at TAA
and its contribution on staff performance
The purpose of this section was to answer the research question on the Change
management observed at TAA and its contribution on staff performance of TAA.
This was done by analyzing the question which asked respondents to indicate from a
list the statement that best applied to how change was managed (or to change
management observed) in the study area as examined in the questionnaires and
interviews and how it contributed to staff performance TAA. Table 4.1 shows that
when respondents were asked to indicate from a list the statement that best applied
to how change was managed (or to change management observed) at Tanzania
Airport Authority, the most commonly mentioned statement was TAA exists in a
state of rapid and continuous change, followed by TAA is constantly undergoing
small management change.
45
There was a change in organisational structure and TAA undergoes through long
periods of stabilities with short bursts of essential modification. Furthermore, there
was a difference in the experience of change across the different job status with 60%
of full time employees reporting that TAA exists in a state of rapid and continuous
change while only 53% of part time employees reported the same
Table 4.2 The existing of change management at TAA, Survey TAA 2016
(Type of changes = number of response in percentage)
Statement Frequency Percentage (%)
There was a change in organisational structure 42 19.4
TAA exist in a state of rapid and continuous change 86 39.8
TAA is constantly undergoing small management change
45 20.9
Department within TAA deals with change incrementally and separately
10 4.6
TAA undergoes through long periods of stabilities with short bursts of fundamental change
33 15.3
Other 0 0
Total 216 100
Source: Survey TAA, 2016.
The above table and figure show that 86 respondents representing 39.8% reported
that TAA exists in a state of rapid and continuous change, followed by 45
respondents which is 20.9% indicating that TAA is constantly undergoing small
management changes. 42 respondents representing 19.4% indicated that there was a
change in organisational structure.
Also, 33 out of the total 216 respondents representing 15.3% indicated that TAA
undergoes through long periods of stabilities with short bursts of fundamental
change. Furthermore, 10 which is (4.6%) of all respondents indicated that
Departments within TAA deals with change incrementally and separately.
46
Lastly, 0 (0.0%) respondents indicated the statement that there is no any change in
management and other, that mean no any employee choose that statement.
The findings in this section indicate that changes in management are available and
practised at TAA. Therefore, changes in management exist in Tanzania Airport
Authority.
Figure 4.2 Existence of change at TAA, Survey TAA 2016
Source: Survey TAA, 2016
When respondents were asked to indicate from a list of types of change observed at
TAA, the most commonly experienced (observed) change was a Structural change
followed by change in planning (changes to work priorities), change in leadership
(changes in supervisors or head of department/branch or change of top management)
and change in (increase in staffing numbers) as can be seen in Table 4.2 below.
47
Moreover, there was a difference in the contribution of change to the performance
across the different job status with 70% of full time employees reporting that they
experienced a major contribution of change to their performances while only 62% of
part time employees reported the same.
Table 4.3 Types of change observed or experienced by TAA employees
Types of change Category Structural Change Change in Division Change in branch structure Change in Leadership Change in Supervisor Change in Top management Change of Heads of Departments Change in Staffing Increase in staffing numbers Decrease in staffing numbers Change in Planning Change in work priorities Change in Responsibilities Change in Physical workplace
Change in Technology Government change Machinery of Government change Other
Source: Survey TAA, 2016
4.3.2 Change management and employee performance
This segment covers issues concerning the contribution of change management on
staff or employee performance. Responses from questionnaire and those interviewed
show that 100 respondents which is 46% of employees or respondents indicated that
Change in Management contributed on their performances and ability to work
positively. Fifty six (26%) respondents indicated that Change in Management
motivated and increased their morale to work.
Also, Fifty (50) respondents which is 23% of all respondents indicated that Change
in Management contributes to increase in their knowledge and skills. Only 8
respondents (4%) indicated that Change in Management contributes in their
performance and ability to work negatively. Besides, no body indicated the statement
that Change in Management does not contribute anything to my work performance
and Change in Management contributes to decreasing your knowledge and skills.
48
In addition, 2 respondents picked up on the other. Those employees who opted for
“other” mentioned that change in management distorted their performance. These
findings can be seen in Table 4.3 and Figure 4.4 below.
Basing on the above findings which show that 206 respondents out of 216 which is
about 95% indicated that changes in management at TAA contribute positively to
their performance, the surveyor deduced that change in management contributes
positively on staff performance of Tanzania Airport Authority.
Table 4.4 Contribution of change management and the number of staff
performance affected of TAA
Statement Frequency Percentage (%)
Change in Management contributes on my performance and ability to work negatively
8 4.00
Change in Management contributes on my performance and ability to work positively
100 46.00
Change in Management contributes to decreasing your knowledge and skills
0 0.00
Change in Management contributes to increasing my knowledge and skills
50 23.00
Change in Management motivates and increases my morale to work
56 26.00
Change in Management does not contribute anything to my work performance
0 0.00
Other (Mention) 2 1.00
Total 216 100.00
Source: Survey at TAA, 2016
The above table can also be elaborated using Figure 4.4 below, basing on the fact
that statement number 1 represents change in management contributes on my
performance and ability to work negatively; 2 represents change in management
contributes on my performance and ability to work positively; 3 represents change in
management contributes to decreasing your knowledge and skills; 4 to change in
management contributes to increasing my knowledge and skills; 5 for change in
management motivates and increases my morale to work; 6 for change in
management does not contribute anything to my work performance and 7 for Other.
49
Figure 4.3The contribution of change management on staff performance
Source: Survey at TAA, 2016
Responses from questionnaire and those interviewed also show that more than 60%
of employees or respondents covered by the survey agreed that their work
efficiencies increased whenever the change in management occurs. About 23% of
respondents strongly agreed on the same. When asked if the changes contribute to
their morale to work, about 30% of employees interviewed strongly agreed on it and
56% agreed on the same while about 14% where neutral on it.
Also, the respondents were asked if the changes increased their engagement at work.
The responses to that were 65% neutral and 35% of respondents agreed on it.
Furthermore, the researcher wanted to know if the changes increased their tensions to
leave the job. When responding to that, 10% strongly disagreed, 54% disagreed, 12%
neutral and 24% agreed on it.
These results are well elaborated in Table 4.4 below.
50
Table 4.5 Change management and increase in performance
Statement % Strongly agree
% Agree
% Neutral
% Disagree
% Strongly disagree
Increase your work efficiency
23 67 10 0 0
Increase your effectiveness at work
29 64 7 0 0
Increase your morale to work
56 30 14 0 0
Increase your engagement at work
0 35 65 0 0
Increase your tension to leave the job
0 24 12 54 10
Source: Survey TAA, 2016
4.3.3 Managing for change
On the issue of how well change is managed in their authority, the responses from
the interview show that the employees who believed change was managed well were
seen to be more in number than those who believed that change was not managed
well regardless of whether they experienced a major change or not as can be seen in
Table 4.5. The positive impact on employee performance of experiencing change is
only higher when employees believe that change is managed well in their authority
than when they do not.
On responses to the question which aimed to know how the organisation (TAA)
manages changes as indicated in Table 4.4, the results show that respondents agreed
that, there is timely and relevant communication for change by (58%), the
implementation of change within their role is managed solely by TAA, 60% agreed
that conflicts within the change are identified and are solved, 67% of respondents
agreed that they are given seminar and training whenever there is change.
Also, the results show that 59% disagreed that communication about change is
limited to only those directly concerned, and 49% strongly disagreed on the
statement that good ideas for change are hidden and for personal agenda.
51
Furthermore, the respondents were neutral on the statement that there are long
periods before the change is delivered.
Table 4.6 Managing for change at TAA and the responds of staff
Statement %
Strongly
agree
%
Agree
%
Neutral
%
Disagree
%
Strongl
y
disagre
e
Communication about change is limited to only those directly concerned.
0 41 0 59 0
Good ideas for change are hidden and for personal used agendas
0 0 31 20 49
There are long periods before the change is delivered
63 23 11 3 0
Change implementation process is flexible and reactive
0 2 29 61 8
Conflicts within the change are identified and are solved
60 38 2 0 0
There is timely and relevant communication for change
21 58 11 10 0
There are logical reasons for change which are visible and the goals are transparent
70 26 4 0 0
The implementation of change within your role is managed solely by TAA
3 7 45 34 11
You are given seminar and training whenever there is change
67 23 0 0 0
Source: Survey TAA, 2016
4.4 Change Management and Performance Culture
The question about technological change, organisational culture and individual
changes was asked to the respondents so as to examine the technological, individual
and change in organisational culture and how they affect staff performance in the
organisation.
The study found that advances in technologies like information technology and other
programmed systems, change in organisational culture like training and employees’
engagements, consultation and advice to individual employees and in meetings,
giving permission for training purposes as well as promotion to trained employees,
52
and individual changes like change in people, attitude, behaviour and commitments
are positively influencing the performance of employees.
4.5 Change in Technology and staff Performance
Technological changes have the ability to impact how employees go about their daily
activities. This includes how they complete tasks around the office and at the field.
The question about whether change in technology affects staff performance in the
organisation was also asked to the respondents with the aim of knowing if there were
effects.
Results show that, all respondents interviewed (100%) said that change in technology
affects staff performance in the organisation. Results further showed that other
departments cannot even function without the use of computer technology, mobile
technologies and the internet that enable workers to work separately from time and
place. Most of the employees interviewed had limited knowledge and understanding
of Change in Technology and staff Performance. This view was evident in the
statements made respondents on responding to the question answered that;-
The changes in Technology have positively affected my performance.
……….even other activities in our department cannot be done without
the use of internet which necessitated us to have computer and mobile
phones that can access internet in our office and in the field that made
it easy to perform our duties efficiently and effectively.
Her view of Change in Technology and staff Performance suggested a simple
understanding of the processes and practices associated with change. However,
technology has also made it easy for stakeholders to access the organisation
information and eliminate the need for workers to work directly in the field. The
results show the changes in information technology makes it possible for TAA
employees and stakeholders to access and get directions from the TAA management
that speed up the productivity of workers.
53
When responding to interview question concerning the change in technology and
how it affects staff performance, Likewise one of the top management answered;-
…………information technology helps us to communicate in a more
efficient manner with our subordinates through instant massaging that
allows us to solve their problems that arise in the office and address
issues in the field instantaneously.
Furthermore, the results also show that the change in technology increased the
productivity of Human resources professionals at TAA through improved work
process. Information technologies (IT) has proven cost prohibitive for training and
recruiting. The changes in technology have made it easy for human resources to
recruit efficiently and effectively. Likewise, When responding to interview question,
one of human resources personnel answered the following;-
…..nowadays we use computerised system for recruiting. We do not
necessarily have to receive printed applications we can receive them
on line. We can also shortlist required applicant with right
qualifications on line. We can train a large number of staff or
employee quickly and at low cost.
4.5.1 Changes in organisational culture, structure and staff performance
According to Dra (2013) (The Impact of Individual Characteristics and
Organisational culture on Performance and Career Development of Employees),
“Organisational culture will give employees the freedom to practice their faith, thus,
organisational culture will make the employee feel satisfied with his work.” Dra
(2013) further argues that organisational culture enables an employee to comply with
company regulations and organisational effectiveness can be improved by creating a
culture that leads to the achievement of organisational objectives and at the same
time satisfy employees.
54
Results show that changes in organisational culture observed at TAA affected the
performance of employees positively. The observed organisational cultures were the
cultures of giving permission to employees so that they could undergo training, the
culture to provide internal training and employees’ engagements, the culture of
consultation and advice to individual employees and in meetings, as well as
promotion to trained employees, motivating employees.
Providing training to employees, the culture of giving permission to employees so
that they could undergo training to uplift their educational level, promotion culture to
those who completed training and passed their prescribed courses this motivated
them to perform their duties more effectively. When interviewed one staff responded
TAA has the culture to promote us when we complete our studies. The
good example is myself; I was permitted to go for master’s studies and
got promoted to higher position in 2014 after completing my studies.
The results also show that the culture of providing seminars and meetings to TAA
staff encourages employee engagements, consultation and advice to individual
employees and in meetings exists. This contributes to staff performances as they
share ideas and experiences of their work responsibilities and other related duties.
The results obtained from the field also showed that motivation culture affects the
performance of employees at TAA. The study reveals that motivation given to
workers at TAA has a major influence on their work performance. Interviewed
respondents reported to receive fair salaries; thus, fairness in the remuneration
package tends to produce higher performance from workers.
4.5.2 Change in organisational structure and how it affects staff performance
Changes of Organisational structures can hamper or promote staff performance,
depending how effectively the management relationships and workflow influence
and procedure that are consistently enforced throughout the organisation.
Performance management involves goal-setting activities and periodic reviews by
managers in the reporting hierarchy.
Employees can achieve or fail to achieve their desired goal of providing quality
services to customer depending on performance management strategies defined in
the organisational structure. It is stated in TAA Approved Business plan for financial
year 2015-2016 that;-
The Authority assumed the functions of the former Directorate of
Aerodromes under the Ministry of Communications and Transport,
now renamed Ministry of Transport and has adopted a commercial
management style with the view to become financially self-sufficient in
the provision of airport services. Since then the Authority has enjoyed
a semi-autonomous status to operate commercially by formulating its
own Strategic and Business plans.
4.5.3 Individual changes and staff performance
Some of interview respondents said that employees were discouraged when their
leaders such as supervisors changed or got transferred to other departments which
sometimes distorted their performance. This suggests that there is a strong
relationship between the behaviour of the leader and performance of his followers.
Management inspires people and motivates them to bring out the best in them. Thus,
the behaviour of a leader, the style that he chooses to adopt can have an effect on
work outcomes, on the way tasks are completed. In other words, leadership style can
have an effect on employee work performance.
56
Table 4.7 Change of Top leaders at TAA
Director Year Reasons for change
A. Changes at TAA 1 Prosper Tesha 1999-2011 Retired 2 Suleiman Suleiman 2012- Jan 2016 Dead January 2016 3 George Sambali Feb 2016-Aug 2016 Transferred to the Ministry 4 Salim Msangi Aug 2016 Present B. Changes at TAA 1 Faraja Makasi 1999-2008 Appointed for other responsibilities 2 Moses Malaki 2009-2015 Retired 3 Thomas Haule July 2015-Dec 2015 Transferred to head office 4 George Sambali Dec 2015- Jan 2016 Appointed to be director TAA 5 Paul Rwegasha Feb 2016 Present
Source: Survey at TAA, 2016
Executive and senior leader needs to be an enthusiastic champion of staff
performance. The leader should make sure that they are supportive of the
performance, communicate its value and engage others to participate in
organisational performance. Share your support through a variety of employee
communications vehicles.
To have a truly effective organisational performance you need to have the
management process that supports employee performance, development and success,
you need to get everyone in the organisation involved. Having engaged and informed
senior executives, managers and employees will ultimately result in higher
participation rates and better quality performance management. So, the organisation
(TAA) clearly communicates to everyone, what they are responsible for as part of
their new performance management process.
57
Table 4.8 Training and Seminar provided at TAA
Training and Seminar Time to be conducted
Airport Manager Conference June every Year
Airport Security recertification training February and August annually
Basic airport operations course When need arises
Apron Management Course When need arises
Source: Survey at TAA, 2016
4.6 Staff Performance and Organisational performance
The past studies show that factors such as empowerment and recognition from the
management increased, employees are motivated. Dobre (2013) on Employee
motivation and organisational performance stated that “If the empowerment and
recognition of employees is increased, their motivation to work will also improve, as
well as their accomplishments and the organisational performance.” On the other
hand, if employees do not get satisfied that may be caused by boring jobs and
pressure from top management, this situation might weaken the organisational
performance.
Performance in aviation sector is the ability of air services givers and airports to
perform required function effectively and efficiently, qualitatively and quantitative
whilst protecting health, safety and the environment. Traffic statistics is among the
performance sign which shows the routine at different periods in TAA’s life span.
This study based on three major categories which are Aircraft movements, number of
Passengers, Cargo, Mails and Freight (kgs) throughout in and outside the country
particularly at JNIA airport. Following the tables provided below, the aircraft
movements show the positive trend at the initial stage to 2008 and begin to vary in
2009, in turn around 2012 the aircraft movement rapidly increased following the
increased staff performance and changes in management (See Tables 4.8 and 4.9
below).
58
Table 4.9: Traffic Records for Government Airports From 1999 to 2015
Source: Consolidated TAA Statistics up to 2015
Note that: These statistical data exclude KIA, Zanzibar and Pemba Airports.
From Table 4.9 the number of passengers shows the different nature of increase from
1999 up to 2008, and suddenly in 2009 there was decrease in the number of
passengers by air transport into and out of TAA airports. From 2010 up to 2015 there
was rapid increase in number of passengers.
Also, there was a different nature of increase in aircraft movements up to 2008, that
suddenly decreased in 2009 and shows the different nature of varying from 2010 to
2015, Aircrafts movements decreased from 123,494 in 2008 up to 115,620 in 2009,
equal to the decrease of 6.4 percent.
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The improvements in aircraft movement and passengers are highly accelerated by
staff performance of TAA which has been influenced by change in management,
improvement of airport infrastructures, and improvement in business activities,
tourism activities, and awareness of people in using air transport as their means of
transport.
Based on the results obtained and interpreted above, the staff performance
significantly improved the growth of the Tanzania airport Authority. Thus, from the
foregoing, we can conclude that ‘the change in management (change in top
management) despite its positive effect on staff performance of the Tanzania airport
authority has not significantly improved the growth of the organisation, due to many
factors like capital to implement projects, government policies, challenges from
neighbouring countries, nature of business activities taking place in our country,
airport infrastructures being not supportive in some regions, and awareness of people
in using air transport as their means of transport.
4.6.1 Staff performance and JNIA outcomes
From Table 4.10 below, the number of passengers shows the different nature of
increase from 1999 up to 2008, and suddenly in 2009 there was decrease in the
number of passengers by air transport into and out of JNIA. From 2010 up to 2015
there was rapid increase in number of passengers. Also, there was the different
nature of increase in aircraft movements up to 2008 that suddenly decreased in 2009
and shows the different nature of varying from 2010 to 2015. The improvements in
aircraft movement and passengers are highly accelerated by staff performance of
TAA which has been influenced by change in management, improvement of airport
infrastructures, and improvement of business activities, tourism activities and
awareness of people in using air transport as their means of transport.
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Table 4.10: Traffic Records for JNIA From 1999 to 2015